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They are the three little words that make all the difference in a working relationship: "I trust you."

Trust is a key aspect of leadership, which, as I have written before, differs from management. Put simply, people are required to follow a manager; they choose to follow a leader.  

Trust fuels the choice.

Trust is the expectation, in the face of risk, that the other person will do the right thing for us. When we trust another person, we:

• Reduce our doubts,
• Let down our defenses, 
• Invest our talents,
• Commit our time,
• Reveal our hopes and concerns,
• See possibilities and believe in them and
  
• Feel safer, more comfortable, knowing someone's "got our back."
  

So, how do we go about building trust as newsroom managers and aspiring leaders?

I like the trust model that Robert Bruce Shaw articulates in his book, "Trust in the Balance." He says trust is built on:

• Achieving results,
• Acting with integrity and
  
• Demonstrating concern.
  

We trust people who know their stuff and deliver consistent, quality work. We trust people who walk their talk and have a true moral compass. We trust people who make us feel we matter, not just as producers -- but as people.

The trick is this: Leaders don't build trust by mastering only part of that equation. They need to demonstrate all three elements of it: expertise, ethics and empathy.

Journalism's managers have nonstop opportunities to gain or lose the trust of their staffs. Because I see reams of feedback on individual leaders through my Poynter work, I have a great window into how trust is gained and lost in the newsroom.

Here, then, are my top 10 newsroom trust-builders -- and trust-busters:

1.) Expertise. My boss is a good journalist. I can see it in our daily interactions. My boss doesn't waste time trying to impress me with how good he used to be at my job before getting promoted. Today he achieves by helping others, like me, succeed.

2.) Information. My boss keeps me in the loop -- not just about things that directly affect me, but about things that interest me, too. She tries to disseminate news about changes -- bad or good -- as quickly as possible. I am never surprised or embarrassed by being late to learn about something of significance.

3.) Feedback. My boss lets me know where I stand. I don't have to guess, or live with "if you don't hear from me, assume you're doing a good job" as a way of newsroom life. I get sincere, specific praise for good work and constructive criticism when I miss the mark. My boss doesn't surprise me at annual evaluation time with some complaint or concern that I could have addressed -- if only I'd known about it.

4.) Giving credit/taking blame. My boss lets her bosses know who really did the good work, and makes a point to look out for the folks who too often are forgotten when praise is handed out. She remembers whose original idea got a good project or story off the ground, and credits that person. She steps up and shoulders the blame when the team stumbles, and never lets good folks take the fall for her when she messes up.

5.) Advocacy. My boss goes to bat for my stories, projects, ideas, hopes, dreams and concerns. He "manages up" to his bosses strategically about me. I feel he acts as my agent, and is good at it.

6.) Letting go. If I outgrow my current role, my boss helps me move to the next level, even if it inconveniences her temporarily. She understands when it is time for me to move on, in or out of the company, and doesn't stand in the way of my success.

7.) Keeping confidences. If I confide in my boss about an important issue, I believe he will honor the confidence. I won't find out that the newsroom has learned about my personal issues through a grapevine with roots in the boss's office. (Note: Trustworthy bosses also help people understand when they shouldn't be asked to keep a secret -- when managers are duty-bound to act on information about activities that are illegal, unethical, dishonest or dangerous.)

8.) Walk/talk. My boss does the old "practice what you preach" routine. He's honest and ethical. He doesn't hold himself to a lower standard than others. He doesn't demonstrate bias for or against people or ideas. He's the same person when his boss is around as when he's just mixing with the team.

9.) Trash talk. My boss doesn't disrespect my colleagues around me when they're not within earshot. I don't have to wonder why he's bad-mouthing instead of dealing with them. I don't have to wonder whether he trashes me when I'm not around.

10.) Follow-up. My boss doesn't forget me. She follows up on my requests, messages and ideas. I don't feel as though after we talk, I'm off her radar unless I come back and remind her. She stays on top of things.

If they gave out "trust scores" based on these top 10 attributes, how would you do? Why not take a trust-building step with your staff? Show them the list -- and see what happens. Will they trust you enough to tell you the truth?